Aristotle addressed emotional intelligence long ago…
Anyone can become angry-that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way –this is not easy.
Other contributing work toward what leaders’ need is the Johari Window concept; a model for self-awareness, personal development, group development and understanding relationships.
Developed by American psychologists Joseph Luft and Harry Ingham in the 1950’s, it is a simple and useful ‘information processing’ tool. It represents information from feelings, experience, views, attitudes, skills, intentions and motivations within or about a person in a framework of four perspectives and refers to the self and others.
Called ‘regions’ or quadrants’, each of the 4 ‘window pane’ perspectives contains information that is known or unknown by the person, and whether this information is known or unknown by others:
- Open Area – what is known by the person about themselves and is also known by others.
- The area where we, and we with others, are most effective and productive
- Where good communications, trust, clarity and cooperation occur
- Expanded through feedback, disclosure, experiences and questions that create mutual knowledge
- Blind Area – what is unknown by the person about themselves but is known by others.
- The area where we, and we with others, are least effective and productive
- Contributes to mistrust
- Expanded through feedback, listening, positive experiences, non-judgment and support
- Hidden Area – what is known by the person about themselves but is unknown by others.
- Areas of sensitivities, fears, hidden agendas, manipulative behaviors, secrets
- Frequent in company cultures due to titled staff having more or confidential information
- Expanded through open communication and self-disclosure that is validated and respected, cultures of ‘appreciative inquiry’
- Unknown Area – what is unknown by the person about themselves and is unknown by others.
- The area of hidden talents, missed opportunities and average or below average performance
- Expanded through consistent personal and professional knowledge sharing, self-discovery, constructive observation, developmental opportunities, knowledge and skill learning, vision sharing
Johari Window-A model for Self-Awareness, Personal Development, Group Development and Understanding Relationships
adapted from www.businessballs.com © copyright Alan Chapman.
Sustainable coaching approaches and programs require financial support, multi-level leadership buy-in and cultural engagement while addressing company and individual wants and needs in measureable ways that tie to company strategies and profitability.
This cumulative Coaching ROI (Return on Investment) and ROV (Return on Value); can be optimized by structuring coaching programs with all of these factors in mind.
There are three lynchpins for coaching that counts.
Adopting a consistent and proven approach for coaching.
Effectively managing coaching initiatives.
Building evaluation methodologies into coaching initiatives.
‘Coaching That Counts’, by Dianna Anderson and Merrill Anderson
Coaching is coming of age. From scores of client testimonials, examples of real business impact, and monetary benefits, it is clear that coaching adds real value for individuals who are coached and for the organizations that sponsor coaching initiatives. There is no standard roadmap. Each organization needs to understand what they need, what they want and how that compares to where they are. The common key however is to firmly link coaching objectives to the strategic goals of the organization, measure the results, and build the new behaviors fully within the organization to create a true coaching culture.